Issue Archive

Industrial PCs (IPCs) are all about performance,
including processors, mass
storage performance, and network
throughput. In all applications — medical,
communications, automation,
process control, transportation, military
and defense, and more — bandwidth
requirements for data transmission and
processing are on the rise. Long-term
use, low-level noise tolerance, ruggedness
for shock and vibration, extended
availability of additional systems — these
are just some of the top-level requirements
that must be considered in pairing
the right industrial solution to the
right application.

NASA’s Glenn Research Center
(Cleveland, OH) and Boeing
employees have won the 2008 NASA
Software of the Year Award for the development
of a general-purpose program
used to perform trajectory optimization
and performance studies for a wide variety
of vehicles including aircraft, rockets,
satellites, and interplanetary vehicles.
The Software of the Year Award recognizes
developers of exceptional software
created for or by NASA and owned
by NASA.

By Eric LarkinChief TechnologyOfficer and Co-FounderArena SolutionsFoster City, CAWe often hear a common story from
small and mid-size manufacturers.
The VP of sales nails a really big order
that will secure the company’s future —
if the company can deliver. The challenge
ignites chaos, and it’s a frenzy of
frantic phone calls and sleepless nights
to get the product built. The company
fulfills the order, and everything is great
in the end. Right? Usually not. When the final numbers
come through, the big deal often does
not mean big profits. No bonuses because
cost overruns have eaten into the margins,
and everyone tries to place blame. It’s a virtually impossible task to manage
thousands of parts in a multimegabyte,
multicolor, and multi-worksheet
spreadsheet-based bill of materials
(BOM). And when those spreadsheets
are e-mailed, suddenly multiple different
“official” versions result. The steps
that then get taken to make sure the factory
builds the right revision can be
downright embarrassing. The problem, so common at companies
racing to get products to market, is
that they rely on old ways to save time
and money. But using trusted shortcuts
like spreadsheets for managing company
BOMs and “free” tools like e-mail for
communicating critical manufacturing
data almost always reduce profitability.
Spreadsheets grow complicated and
unmanageable so quickly that profits are
eaten away. Additionally, delays from
out-of-control change processes — and
steps to recover from delays — create
unbudgeted overhead costs that further
undermine remaining profits. Three steps can help companies get
the right systems in place to control their
product information and their costs: Step 1. Control your CAD data.
Take the time to configure a product
data management vault to keep data
secure, revision-controlled and accessible
by downstream applications. Step 2. Manage your BOMs.
Invest in a collaborative BOM management
system to ensure all parties are
working from the accurate version of the
product record. Make sure the BOM
management system can accept CAD
data, manage documents, control
change processes, and integrate with
other applications like ERP. Step 3. Imagine no shrink-wrap.
Companies often find they’ve pushed
the limits of shrink-wrapped software for
functions such as accounting and materials
planning. Anticipating that, plan
for growth into business applications
such as ERP and MES, and be sure the
ones you choose are compatible with
your BOM management system. Sometimes companies just have to get
product out the door, forcing them to
bank success on shortcuts and traditional
processes. But not all traditions can
handle the stresses and speed of modern
manufacturing. Shortcuts like relying
on spreadsheets to manage BOMs
can introduce delays, unnecessary complications,
and miscommunications that
cost time and money throughout the
project and into the future. By carefully
selecting systems, companies can control
costs by eliminating risks associated
with manual, error-prone, and time-consuming
processes.More Information
For more information on Arena’s collaborative
bill of materials and change management
software, visit http://info.hotims.com/22920-122.

By Susan OrrSenior DirectorStrategic MarketingThomasNetNew York, NYThere’s no question that the economic
slowdown has taken an enormous
toll on the industrial and manufacturing
sectors. But despite the
downturn, the glass, in my view,
remains half full for industrial businesses,
including the many firms that
we talk with every day. Companies are
telling us they’ve been able to keep
sales level with last year’s — or even
increase them — by diversifying into
new markets, and attracting more overseas
clients. They’re making better use
of the Internet to extend their reach,
and it’s working. How can your company, too, stay
“recession-resistant” during the downturn,
and position itself for new growth?
As a first step, take stock of your unique
selling proposition (USP), and how that
translates into a unique value proposition
(UVP) that will appeal to new buyers.
Then, make sure that your Web site
reflects these differentiators. Research
shows that 50 percent of industrial buyers
choose suppliers based on what they
see on their sites.What Sets You Apart?
To identify your USP, ask yourself: What are our core competencies as they
relate to meeting customers’ needs? What do we offer that is integral to our
customers’ ability to do business? How can we deliver added value and
turn our customers’ ideas into reality?
In answering questions like these, you
will identify new ways that you can differentiate
your company’s products or services.
And along with differentiation
comes discovery of your UVP.
Think about repositioning your core
competencies as UVPs in terms of solving
problems for your customers. These
may include: Delivering cost efficiencies. Delivering products faster. Offering customized products for
unique applications. Enhancing customer service benefits.Taking Your UVP to the Web
When you understand your company’s
UVP, you are in a position to more
effectively communicate it over the Web. Industrial Specialties Manufacturing
of Englewood, CO — which supplies
miniature pneumatic, vacuum, and fluid
circuitry components to OEMs and distributors
all over the world — has successfully
followed this strategy. The company
offers 150,000 individual products
for a broad range of markets — from
medical, laboratory and research to automotive.
Its UVPs include an exceptional
focus on the customer, as evidenced by
its ability to fill large and small orders,
including those with highly customized
requirements, on time and with tremendous
accuracy. By enhancing its site with
a comprehensive online catalog, complete
with parametric search, item comparison,
and RFQ capabilities, ISM
increased sales 15 percent from March
2008 to March 2009, and improved penetration
in key markets.Use VSET to Maximize Site
Impact
In addition to reinforcing their UVP,
Industrial Specialties Manufacturing
used a ThomasNet strategy called VSET
to improve the effectiveness of its site.
VSET involves four “steps”: Verify – Ensure that your site makes it
easy for prospects to immediately
determine that you have what they are
searching for. Research demonstrates
that companies only have 5 to 8 seconds
to do this before prospects hit the
“back” button. Search – Give buyers the flexibility to
look for your products in multiple
ways. Evaluate – Provide enough detailed
information for prospects to make buying
decisions, such as side-by-side comparison
capabilities and downloadable
CAD drawings. Take Action – Offer multiple ways for
buyers to request additional information
or make a purchase, from a phone
number on every page to shopping
cart technology.UVP + VSET = Momentum
As history has demonstrated, companies
who take leadership positions and
create high profiles in their respective
markets during times of economic uncertainty
are the ones who ultimately move
up in a downturn. Let your UVP help
build your momentum over the Web. For more information, contact Susan Orr
at SOrr@ThomasNet.com or visit http://info.hotims.com/22922-122.

Students trained in classic mechanical
engineering are taught to construct a
system using conventional mechanical
components to convert rotary into linear
motion. Converting rotary to linear
motion can be accomplished by several
mechanical means using a rotary motor,
rack and pinion, belt and pulley, and
other mechanical linkages, which
require many components to couple
and align. Although these methods can
be effective, they each carry certain limitations.

Today’s pumps, valves, and flow meters
are being designed with greater accuracy
and flexibility to handle a wide
range of fluids, chemicals, and other
materials. Demands for more reliable
operation and lower energy usage dictate
these parts be made of materials
lighter than previously available, yet
robust enough for high pressure, high
duty cycle applications.

The California Air Resources Board will require new cars sold in California to have windows that reflect or absorb heat-producing rays from the sun. Starting in 2012, windows must prevent 45 percent of the sun's total heat-producing energy from entering the car, and the windshield must reject at least 50 percent. In 2016, this increases to 60 percent.

Question of the Week

This week's Question: A recent study created by the Arizona-based Paragon Space Development Corporation says its life support system could help humans survive on Mars. The proposed Environmental Control and Life Support System, the company says,...